Today, Starbucks has 400 locations in Tokyo and 1,800 throughout Japan. That’s when we knew that we were okay,” said Schultz. “We cut the tape and a young man, who didn’t speak a word of English, rushed to the coffee bar and ordered a double tall latte. At first, he thought someone had hired move extras to fill out the crowd, but someone told him that many of the eager customers had been waiting in line all night. Schultz didn’t sleep well that night, but when he arrived to open the store in Tokyo’s Ginza shopping district, he saw a line of customers stretching around the corner. The day before the grand opening, Schultz told his Japanese partners through an interpreter, “It’s going to be a rough day,” which the interpreter timidly translated as, “It’s going to be a historic day.” At the time, Starbucks still only served hot coffee, which would be their excuse if the venture failed. But in 1996, Schultz decided to take a chance and partnered with a local company to open stores in hot and humid Tokyo. The company’s no-smoking policy, the country’s high rental costs, and the Japanese aversion to eating out would doom the initiative. The consulting firm’s report was blunt – expansion into Japan would be a complete failure. That hasn’t happened yet, although WHO Director-General Tedros Adhanom Ghebreyesus recently told reporters “the end is in sight,” Reuters reported.When former Starbucks CEO Howard Schultz was considering whether to expand Starbucks outside the United States, he first thought of Japan, but his board of directors advised him to hire a consulting firm because the management team had no international experience. How much longer should companies maintain COVID-19 benefits? Yaverbaum suggests when the World Health Organization (WHO) declares the pandemic over. Leadership is clearly communicating here that the bottom line is more important to them than the health of their employees and customers.” “However, there’s no reason to end benefits and pretend the pandemic is over other than concern for the bottom line. “As a global company with universal name recognition, Starbucks is setting a precedent,” Yaverbaum says.
Read more: Carewell CEO: Companies need to offer caregiving leave Yaverbaum also fears that other companies will follow suit. It’s kind of disgusting when you’re not caring about your fellow human being.” Starbucks came to the conclusion that money matters more. “I’d rather not get COVID for a cup of coffee. “It’s an awful move for public perception,” Yaverbaum says. Yaverbaum says it’s “particularly reckless” considering nearly all of Starbucks’ store-based employees are in customer-facing roles. That not only puts their colleagues in danger, but also customers. Yaverbaum argues that by not supporting employees to take care of themselves, they’ll be likely to come into work even if they’ve tested positive. “Anything to discourage employees from getting boosters, which includes not having PTO if employees experience side effects, is the wrong move.” “It’s easily imaginable that there will be more boosters going forward,” Yaverbaum says. Meanwhile, just last month, the CDC endorsed two new booster shots – one by Moderna and another from Pfizer-BioNTech – that are tailored to fight the two most prevalent omicron subvariants: BA.4 and BA.5. “No matter the rhetoric about the pandemic, people are still getting COVID and have long-haul symptoms, which are completely overlooked,” Yaverbaum told HRD.Īlthough President Joe Biden said the pandemic is “over” in a recent interview on “60 Minutes,” COVID-19 deaths are still averaging roughly 400 a day throughout the country, according to the CDC’s COVID Data Tracker.
Starbucks is making a big mistake, according to Eric Yaverbaum, president of Ericho Communications, a New York City-based public relations agency. Read more: California drops COVID-19 requirement for state employees
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